2019 Sustainability Report - Ayer. Hoy. Siempre - AFP
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Ayer. Hoy. Siempre.
2019 Sustainability ReportCONTENT
Message from our CEO.......................................................................................................02
1. About Us...................................................................................................................03
Our 2019........................................................................................................................04
Market Share.................................................................................................................05
Values and Principles.....................................................................................................07
Governance Structure...................................................................................................08
An�-Corrup�on Management......................................................................................09
Socio-Economic Compliance........................................................................................10
Our Image.....................................................................................................................10
2. Our Economic and Managerial Performance...........................................................13
Economic Value.............................................................................................................13
Business Con�nuity Management.................................................................................14
Our Transforma�on Process..........................................................................................15
Proximity to the Client...................................................................................................17
Pension Educa�on..........................................................................................................20
3. We Invest Responsibly...............................................................................................22
Investment Por�olio......................................................................................................22
Making Progress in Responsible Investments...............................................................25
4. Our Orange Blood....................................................................................................28
Figures...........................................................................................................................28
Selec�on and Recruitment............................................................................................29
Workplace Climate........................................................................................................30
Gender Equality.............................................................................................................30
Training and Professional Development........................................................................31
Occupa�onal Health and Safety.....................................................................................35
5. Our Commitment to the Country..............................................................................41
Social Commitment.......................................................................................................41
Supply Chain and Procurement.....................................................................................44
Environmental Commitment.........................................................................................45
6. About our Report.....................................................................................................52
Our Stakeholders............................................................................................................52
Our Material Subjects....................................................................................................54
GRI Content Index..........................................................................................................58Message from our CEO
(GRI 102-14)
It is my pleasure to share with you our 2019 Sustainability Report, prepared in compliance with the Global
Repor�ng Ini�a�ve (GRI). Here you can closely see the work we have been doing in the social, environmental,
and economic fields.
In May, at the end of the third tender process, we affiliated more than 860 thousand people, who will now
have the opportunity to build a pension fund for a decent re�rement. And, we also became the AFP with the
highest number of clients in the Private Pension System.
Likewise, in our purpose of guiding and accompanying people’s progress, we worked close to those affiliates
who decided to withdraw 95.5% of their funds and advise them on savings op�ons through voluntary contri-
bu�ons. In this context, we recorded a 14% growth in the funds that we manage.
On the other hand, in January 2019, we became signatories of the Principles for Responsible Investment (PRI),
being the first AFP and the second signatory in Peru, because we are coherent with our sustainability strategy
and we strongly believe that it is important to invest responsibly because of the commitment we have with
almost 2.5 billion affiliates and more than S/50 billion in funds.
In terms of contact with our affiliates and the general public, we can draw a�en�on to the fact that more than
1.5 million services were provided through our channels, 15% more than the previous year, as well as high
levels of sa�sfac�on as result of improving our Contact Center and adver�sing campaigns of digital channels,
such as the mobile app, which registeres a 117% increase in services. We also con�nued our educa�onal plan
through the “El Depa” web series, which in its fourth season, exceeded 9.3 million views.
Throughout this year we achieved our goals in the Volunteer Program, which has been in force for more than
10 years within the organiza�on. The objec�ves are to raise awareness on the importance of a decent re�re-
ment and promote our Pension Educa�on program, supported by the ac�ve par�cipa�on of our employees.
Within the scope of environmental responsibility, we con�nued our recycling programs for paper, PET bo�les,
caps, cardboard, electrical appliances and electronics, and for the first �me, we took a step forward with orga-
nic waste, by collec�ng almost 4.5 tons in 5 months.
Becoming carbon neutral by offse�ng our measured carbon footprint na�onwide was a significant milestone.
We also con�nued the campaign “Our Orange Blood Turns Green” (“Nuestra Sangre Naranja se �ñe de
verde”), encouraging the use of eco-friendly transporta�on among our employees. In our intent to make a
posi�ve impact on our society, we held “Time for Ac�on” (“Tiempo de Actuar”), an event to show our main
stakeholders our sustainability strategy.
We sincerely appreciate our affiliates' trust along this year. We are confident that we can con�nue moving
forward along with them. Therefore, we reassure our commitment to the affiliates and also to Peru.
Renzo Ricci C.
Prima AFP CEO
0201 About Us
1. About Us
(GRI 102-1, 102-2, 102-5)
Prima AFP is a private pension funds administrator created to guide and accompany people's progress. It
began opera�ons in Peru in August 2005, under the registered name Prima AFP S.A. -with the solid
support of Grupo Crédito - the country's leading financial group with more than 130 years of experience,
which includes Banco de Crédito del Perú, Mi Banco, and Pacífico Seguros, among its investments.
Our 2019
(GRI 102-6, 102-7)
Third Tender for New Affiliates
In May 2019, the third tender process for affiliates (L3) of the Private Pension Fund System finalized, and
863,851 people affiliated to Prima AFP. This is equivalent to an average of 35,900 monthly affilia�ons
since June 2017, represen�ng 36% more affilia�ons than in the previous tender process.
This process also meant a monthly affilia�on record of dependent workers, 59% of the market share of
affilia�ons. We also have a lower average age of our affiliates, from 40 to 37 years old. This way, we
consolidated our posi�on as the largest AFP in the System in terms of affiliates, with 2.3 million clients.
We consider that our close rela�onship with the employers, our accompaniment in pension topics for
their employees, the advisory service, and con�nuous training were crucial aspects to achieve outstan-
ding results in the third tender process.
Transfers and Voluntary Contribu�ons
In terms of client transfers and voluntary contribu�ons, we highlight the following significant milestones:
Fi�y-one percent of the clients transferring to another AFP in 2019 preferred Prima AFP, which is equiva-
lent to 53 thousand out of 104 thousand transfers recorded in the market. In addi�on, we hold 48% of
the total voluntary contribu�on funds registered in the market for 2019, equivalent to S/1,063 million,
14% more than the previous year; that is the most significant growth of all the AFPs in the market.
These achievements are based on our comprehensive proposal of good profitability, reliable support,
con�nuous informa�on and advice, and mul�ple service channels. In the case of voluntary contribu-
�ons, we highlight the asset advice we provide to those clients who expressed their inten�on to with-
draw up to 95.5% of their pension fund. As an alterna�ve, we offered them different investment op�ons,
according to their needs and life plan. In that sense, since 2018 we offer the product called Flexible Plan
04to provide our clients with an addi�onal op�on to deposit up to 95.5% of their funds by choosing the
amount or �me frame under which they want to receive their money. With this offer, we managed to
a�ract 18.5% of the funds withdrawn by our clients, equivalent to S/ 452 million.
On the other hand, we made improvements to Prima Funds product (for non-re�rement voluntary
contribu�ons). Now our clients can easily open a savings or investment account through the mobile app
or website and make deposits through online transfers.
Market Share
(GRI 102-7, 102-10)
The year 2019 was a success for Prima AFP as we consolidated our leadership in the Private Pension Fund
System (SPP). The third tender process for affiliates finalized in May, with over 860,000 new workers affilia-
ted, thus becoming the AFP with the largest number of clients in the Private Pension Fund System.
The value of our funds managed reached S/ 54,211, which represents an increase of 13.27% compared to
the previous year. The return of funds in the last 12 months (December 2019 / December 2018) was 4.36%,
15.27%, 13.08%, and 5.75% for Funds 0, 1, 2, and 3, respec�vely.
Affiliates RAM Flow
Billions Billions of S/
6.60 7.02 7.43 4,243 4,420 4,485
25.5% 30.5% 31.8% +1.3% 25.5% 30.5% 31.8%
-0.5%
30.3% 25.6% 30.6% +5.0% 30.3% 25.6% 30.6%
-0.5%
27.3% 28.6% 23.8% -4.8%
27.3% 28.6% 23.8% -0.5%
16.9% 15.3% 13.8% -1.5% +1.5%
2.1% 3.4% 4.9%
Dec-17 Dec-18 Dec-19 Dec-17 Dec-18 Dec-19
Prima AFP Integra Profuturo Habitat
05Evolu�on of Average Pension Payment, per Re�ree (S/)
Retirement Disability Survival
Re�rees and Pension Amount according to Type of Pension and Fund
Type of Pension and Fund Re�rees S/ US$
Re�rement 4,966 5,024,500
Fund 0 1,685 1,016,091
Fund 1 1,071 2,189,386
Fund 2 148 388,119
Annuities 2,062 1,430,903
Disability 3,983 6,908,824 270,265
Fund 0 309 345,613
Fund 1 444 1,495,587
Type of PensionFund 2
and Fund 400 1,506,674
Annuities 2,830 3,560,949 270,265
Survival 18,328 10,849,961 625,610
Fund 0 1,543 631,821
Fund 1 1,616 1,785,345
Fund 2 1,804 2,370,377
Annuities 13,365 6,062,417 625,610
Total 27,277 22,783,285 895,875
In addi�on, in 2019, a total of 1,836 burial services were paid for a total amount of S/ 7,061 million.
06Values and Principles
(GRI 102-16)
Our ac�ons are mainly governed by the values that iden�fy us as a company. In addi�on, our Code
of Ethics, along with various policies, rules, and guidelines, guide the behavior and a�tude of all
our employees.
Credicorp’s Code of Ethics
This code, whose applica�on is compulsory for all companies belonging to Credicorp, is governed
under the following pillars:
Ac�ng with Integrity, Respect and Transparency: We cul�vate an environment where integrity,
honesty, and transparency prevail. Respect for others is a priority, as well as safeguarding the inte-
rests of our shareholders, clients, and communi�es where we operate.
Encourage a culture of Risk Management: We believe that the proper management of inherent
risks of our business is the basis for achieving sustainable growth and sa�sfactory performance. In
order to promote a culture of risk management throughout the organiza�on, we con�nually esta-
blish clear, efficient, and intelligent strategies and policies for risk-taking which will guide the way
in which we operate our business, balancing risks and returns.
Seek Sustainable Growth: We are commi�ed to achieving excellence in our performance, maintai-
ning an economic balance and achieving the social and environmental objec�ves that promote the
development of our customers and enable the sustainability of our business. We seek to reduce
risks in the short and long term while raising our level of compe��veness. In that sense, we focus
on making a posi�ve contribu�on to our current and future shareholders, customers and emplo-
yees. We strive to meet the needs of our stakeholders working close over �me and crea�ng a
sustainable rela�onship with them.
Code of Ethics and Business Conduct Policy
This complements Credicorp’s Code of Ethics, which represents the guidelines or compulsory framework of
the rules of professional conduct and integrity that must be respected by directors and employees in Prima
AFP. It covers responsibili�es, excep�ons, and guidelines for personal ethics, ethical behavior in external
rela�onships, as well as the disciplinary measures to be taken in the event of misconduct.
Throughout 2019, our historical report of inquiries or complaints shows 13 cases of unethical and unlawful
conduct. If we focus only on ma�ers of conflict of interest, we only have one case. This case code is 24578.
Prima AFP belongs to the Global Compact commi�ng to the 10 Principles of the Global Compact. With this,
it joins the ethical commitment of thousands of companies worldwide, to prevent any viola�on of human
rights, protect the environment and promote the fight against corrup�on.
07An�-Corrup�on and Bribery Corporate Policy
It establishes the guidelines to be followed by Prima AFP to have a proper rela�onship with all stake-
holders and minimizes the risk of corrup�on and/or bribery. It also seeks to ensure compliance with
the local an�-corrup�on and bribery legisla�on. It includes the steps to be followed in scenarios such
as hospitality and gi�s to be given and received, community support contribu�ons, poli�cal contribu-
�ons, contrac�ng of suppliers, agents and third par�es, policies on financial controls, strategic allian-
ces and Joint Ventures, mergers and/or acquisi�ons and the recording of expenses incurred.
An�-Money Laundering Corporate Policy
It seeks to ensure that every representa�ve body of Prima AFP assumes the commitment to adequately
comply with the guidelines and regula�ons related to the System for An�-Money Laundering and Comba-
�ng the Financing of Terrorism (AML/CFT).
Internal Working Rules
They establish an efficient performance framework for all employees' ac�vi�es in full respect of Prima AFP
values and principles. They improve administra�ve efficiency and produc�vity, promote harmony in work
rela�onships, and maintain a pleasant working environment, ensuring the best ins�tu�onal opera�on and
the most efficient service to its clients.
Governance Structure
(GRI 102-18)
We are governed by two bodies: The General Shareholders’ Mee�ng and the Board of Directors.
General Shareholders’ Mee�ng
Its main objec�ves are to receive and approve the audit reports, appoint the members of the Board of
Directors, determine their salary, designate the external auditors, and solve the ma�ers drawn to their
a�en�on.
Board of Directors
Its objec�ve is to manage and lead all Prima AFP businesses with loyalty, good faith, care, diligence,
and a long-term profitability and benefit perspec�ve. The Board of Directors comprises seven mem-
bers elected by the General Shareholders’ Mee�ng each year. They are subject to be reelected. Whe-
never possible, more than two members should be independent. In 2019, our Board of Directors held
its mee�ngs as expected, with two independent directors. In November, we made progress in terms of
diversity by including a female director.
08Also, the Board of Directors includes the following commi�ees: Execu�ve, Audit, Corporate Gover-
nance, Remunera�ons & Compensa�on, Nomina�ons, and Risk; each of them has specific func�ons
and characteris�cs.
An�-Corrup�on Management
(GRI 205, 103-1, 103-2, 103-3)
Involvement with different stakeholders may lead to situa�ons where there is a certain risk for corrup-
�on. In this context, our An�-Corrup�on Program plays the role of mi�ga�ng the exposure to corrup-
�on following interna�onal standards such as the ISO 37 001 standard and regula�ons under Act No.
30 424.
We have a regulatory compliance officer in charge of a preven�on model, a complaint system called
Gene�c Alert (Alerta Gené�ca) and a mailbox for queries regarding compliance and an�-corrup�on
issues. The corporate policy on ma�ers such as gi�s, interest management, clients’ commitment and
poli�cal contribu�ons – updated in 2019 – acts as a complementary measure, including the develop-
ment of training and promo�on events. During 2020, we expect to carry out a risk assessment and
implement controls and monitoring processes related to the highest risk scenarios.
Milestones in An�-Corrup�on Management
(GRI 205-1, 205-2, 205-3)
In 2019, a total of 1947 cases were analyzed, which is equivalent to 6.87 %. Only one of them was
reported to the Financial Intelligence Unit.
No cases linked to acts of corrup�on were confirmed during this fiscal year.
Our an�-corrup�on program was communicated to the seven directors of the Company within the
framework of a comprehensive training session. In addi�on, these policies were communicated
under the mo�o “Do you know what corrup�on is?” to the different management and opera�ng
areas, involving 205 employees, represen�ng 32% of the total.
Finally, as far as training ac�vi�es are concerned, 99.8 % of employees par�cipated in an�-corrup-
�on training sessions. Such percentage is equivalent to 594 employees.
The governance members and the different strategic partners of Prima AFP are constantly provided
training and informa�on on an�-corrup�on policies.
09Socio-Economic Compliance
(GRI 419-1)
Prima AFP compliance with the SPP standards, Securi�es Market and all pertaining regula�ons is a crucial
and fundamental ma�er for the development and growth of the company, and the benefits provided to
affiliates, beneficiaries, and the general public. The legal department is in charge of informing, in a �mely
manner, the publica�on of new standards, and amendments or topics of interest related to them. Likewi-
se, we play an ac�ve role in the formula�on of regulatory proposals, as well as in dra�ing standards
related to the SPP, considering the affiliates as the main focus.
During the fiscal year of 2019, we have not received any financial penal�es for non-compliance with social
or economic laws or standards. It is essen�al to point out that the non-compliance with tax regula�ons or
SPP standards usually results in fines.
Our Image
(GRI 102-12, 102-13)
Awards
Throughout 2019, we have received the following awards:
Within the framework of the Forum “Perspec�ves in Managing Por�olios and Investment Ban-
king 2019” Best Manager of Fund 2: Recogni�on granted by “El Dorado Investments” and “G de
Ges�ón” magazine for our management of Fund 2 during 2018. We must draw a�en�on to the fact
that more than 90% of our clients are associated with this Fund.
World Finance Pension Funds Award 2019: For the ninth consecu�ve year, we were recognized as
the best AFP of Peru by World Finance Bri�sh magazine, a�er evalua�ng our investment and risk
management, client service orienta�on and the con�nuous informa�on that we provide to our
affiliates.
The AFP preferred by the Execu�ves, according to the Lima Chamber of Commerce: For the tenth
consecu�ve year, we were recognized as the most preferred AFP according to the annual survey
conducted by the Lima Chamber of Commerce through the market research company CCR.
Corporate Governance Best Prac�ces Index: For the seventh consecu�ve year, we were recogni-
zed as a company with the best prac�ces for corporate performance by the Lima Stock Exchange.
This ra�fies the principles of transparency, trust, equity, social responsibility, informa�on flow, and
integrity in our administra�on and rela�onships with our stakeholders.
10Socially Responsible Company Badge: For the sixth consecu�ve year, we have been awarded the
Socially Responsible Company (ESR) badge by Perú 2021 and the Mexican Center for Philanthropy
(CEMEFI) in recogni�on of our search for balance and the stable and responsible rela�on with our
different stakeholders.
Ipsos Business Leadership: For the sixth consecu�ve year, we were recognized as the best AFP,
according to the 29th Business Leadership study that Ipsos Peru has been conduc�ng annually
since 1990. The informa�on was obtained through personal interviews with managers of the
1500 leading companies in the country.
Merco Empresas Ranking: According to a Corporate Reputa�on study prepared by Monitor Empre-
sarial de Reputación Corpora�va (MERCO), we rank 36th in the 2019 general ranking of companies.
The study consisted of six stages and considered the opinion of more than 20,000 survey respondents
from twenty-four sources of informa�on.
Merco – Social Responsibility and Corporate Governance: We were also recognized as the
second AFP with the best corporate social responsibility prac�ces in the country, according to
MERCO. We rank 29th.
1102 Our Economic and Managerial Performance
2. Our Economic and Managerial Performance
Economic Value
(GRI 102-7) (GRI 201-1, 103-1, 103-2, 103-3)
We use various tools to measure our economic performance. Some of them are our policies, processes,
and follow-up commi�ees. Regarding quan�ta�ve measurements, we use indicators that allow us to
con�nuously follow up our plans and achieve our goals. These indicators are broken down into all the
processes in our organiza�on. We do a monthly measurement on aspects such as opera�ng efficiency,
human management, profitability, quality service, etc.
By the end of 2019, and in accordance with current regula�ons to guarantee the minimum profitability
of pension funds, we hold joint and several, uncondi�onal, irrevocable and automa�cally enforceable
bank performance bonds issued by BBVA Banco Con�nental in favor of the SBS for S/ 3.6 million, S/ 30.3
million, S/ 195.0 million, and S/ 32.1 million, for Funds 0, 1, 2, and 3, respec�vely.
Also, we hold S/ 460.1 million in our legal reserve account, which is managed as pension funds. Its
purpose is to align both the AFP’s and the affiliates’ interests in the management of funds.
Economic Value Generated and Distributed (in thousands of Peruvian soles)
Item 2017 2018 2019
Fee income 384,350 379,720 403,289
Financial income 5,679 3,837 4,863
Other income 3,978 425 652
Total Income 394,007 383,982 408,804
Employee wages and benefits 90,240 86,563 87,650
Suppliers 68,098 60,752 55,483
Taxes (including income tax, payments to SBS
78,789 80,791 91,185
and municipal taxes)
Dona�ons and Public works 915 440 28
Social and/or environmental programs 701 707 303
Other opera�ng costs 4,254 3,686 3,295
Dividends 169,164 130,689 131,328
Total Expenses 412,161 363,628 369,272
Economic Value Retained (EVR)* -18,154 20,354 39,532
*Obtained in accordance with the GRI standards, based on the informa�on disclosed in the organiza�on’s Financial Statements. ** The reduced
income shown in the chart above explains the long-term business strategy that had an impact on the evolu�on of the organiza�on’s income
since Prima AFP won the third tender of new affiliates; this was achieved by reducing fees on the mixed-type balance from 1.19% to 0.18%,
which in 2017, had an impact in only six months, but in 2018 it impacted the whole year.
13Business Con�nuity Management
(GRI 102-11)
We have structured management and protocols to protect our stakeholders (mainly our clients, emplo-
yees, and society), and to resume our main ac�vi�es in case of interrup�ons or technological / opera�o-
nal. This con�nuity management is based on the Business Impact and Risk Assessment Analysis metho-
dology, which is evaluated based on two indicators: i) Recovery Time Objec�ve (RTO) and ii) Maximum
Tolerable Period of Disrup�on (MTPD).
In addi�on, we conducted a Business Impact Analysis and Risk Assessment. Both evalua�ons allowed us
to iden�fy the vulnerabili�es to which our business processes may be subject to, and to determine the
strategies and recovery �ming in case of opera�onal or technological interrup�ons that may damage
our reputa�on and our client’s trust.
Among the plans we designed and tested to ensure the con�nuity of our business, you can find the
Emergency Response Plan (ERP), Crisis Management Plan (CMP), Crisis Communica�ons, and IT Disaster
Recovery Plan (DRP). In 2019, fi�een tests corresponding to the Business Con�nuity Plan and two tests
for the Emergency Response Plan were executed and validated, all of which showed sa�sfactory results.
During the first quarter of the year, we reinforced preven�on against the rainy season in some regions
of the country. For that purpose, we spread the word, raised awareness and prepared preven�on plans
based on this scenario, under the premise to safeguard the integrity of our clients, employees, and
infrastructure towards the poten�al damage that this phenomenon could cause. Finally, the Manage-
ment and Crisis Communica�ons Plans, as well as the Disaster Recovery Plan have been restructured
and scheduled during this fiscal year.
Crisis Management
(GRI 418-1, 103-1, 103-2, 103-3)
It represents the disciplinary management and ac�ons taken as part of the business con�nuity strategies
and decision-making during crisis or disaster situa�ons that impact our stability.
In 2019, we carried out a Cybersecurity workshop for heads of departments, managers, and IT teams to
be trained in topics related to cyber-a�acks, and prevent constant cyber-a�acks to the financial system.
It is important to men�on that throughout 2019, no relevant events on cybersecurity issues arose.
Nevertheless, Prima AFP has top-notch Cybersecurity and Informa�on Security tools such as
An�-malware, An�-Spam, Intrusion Preven�on System, An�virus, etc. Likewise, it has spread, among its
employees, response protocols in case of malicious e-mails that could leak into the network.
14Awareness
(GRI 418-1, 103-1, 103-2, 103-3)
During 2019, we carried out an awareness program on Cybersecurity. Some of the ac�vi�es conducted
were as follows:
1. Training for provincial leaders on Informa�on Security and Fraud Preven�on topics (7 par�cipants)
2. Monthly induc�on for newly hired employees, addressing topics like: Cybersecurity, Informa�on
Security, Opera�onal Risk, Reputa�onal Risk and Fraud Preven�on.
3. A Cybersecurity and Informa�on Security course for employees and suppliers.
4. Email awareness campaign regarding best prac�ces in Cybersecurity and Informa�on Security.
Likewise, we purchased from Proofpoint an Awareness-specialized tool to strengthen awareness cam-
paigns on Cybersecurity issues. It will be deployed throughout 2020.
Finally, we reported risk indicators related to Business Con�nuity ma�ers on a quarterly and semi-an-
nual basis.
Our Transforma�on Process
(GRI 102-10) (GRI 203-2, 103-1, 103-2, 103-3) (GRI 416-1, 103-1, 103-2, 103-3)
This process started in the last semester of 2017; we intend to become an agile organiza�on focused on
the client. Our transforma�on process was developed in 2019, in the following areas: Management,
Structure, Enablers, and Culture.
Let’s remember that we evolved to:
Be sustainable: We must be agile and adapt ourselves to con�nue genera�ng value and strengthening
the SPP.
Confront disrup�ve compe��on: Compe��on is not just other companies of the sector.
Meet our client’s expecta�ons: Offer remarkable experiences that build loyalty so that they can
become Prima AFP’s allies.
15Management Model
Within our management model, we started to work under the OKR (Objec�ve and Key Results)
framework. It aims to focus our efforts, align the organiza�on, monitor results, and achieve general
commitment.
Five teams or squads were created to work with Scrum methodology and tools. As a result of this, new
roles in the organiza�on were added, such as Product Owner and Scrum Master. To facilitate their
performance, the EAT (Execu�ve Ac�on Team) was created, which is formed by top-leaders. It is
responsible for removing obstacles of the different teams that are working seamlessly. The Product
Owner and Scrum Master communi�es were also created to share learning and strengthen rela�ons-
hips.
Throughout 2019, the squads worked to develop new client-focused products and services, such as the
Pa´Mayo account - an account in which affiliates can achieve their savings goals 100% digitally-, the
digital transfer process, and the 3-step change of investment fund. All these ini�a�ves will be launched
during the first months of 2020.
Enablers
Magna Project
It is the leading enabler in our transforma�on. It began in the last quarter of the year as a comprehensi-
ve technological solu�on that will allow us to address processes focusing en�rely on the client and
integra�ng them with digital channels. Its development implies significant technological changes for the
company and our employees’ skills.
Agility
With the support of Everis, we started the development of a plan to consolidate the adop�on of agility
in the 5 squads, the Product Owners and Scrum Masters. In addi�on, we created the Agile Center of
Excellence (COE Ágil), which seeks to accompany and help squads and the whole company in acquiring
knowledge about the principles and values of agility.
To spread and strengthen the principles of agility in the company, we also carried out workshops for
leaders and employees, as part of an adop�on plan that will be implemented un�l 2020.
1 It is a process in which a set of best prac�ces are regularly applied to encourage teamwork and obtain the best project outcome possible.
16The Client, Our Core
Throughout 2019, we reviewed three main service processes and designed the client-focused “to be”
processes. The new processes consider the minimum possible interac�ons by the affiliate to provide a
be�er experience. They have also made the job of front desk employees easier.
Cultural Transforma�on
To go with the transforma�on defined by the organiza�on, it is necessary to have a new culture, which
allows us to become a more agile, collabora�ve, and innova�on-oriented organiza�on. We have prepa-
red a transforma�on plan for our culture, considering a situa�onal diagnosis and the defini�on of a new
culture, principles, and behaviors. Likewise, the appropria�on strategy designed and its deployment
within the organiza�on will begin in January 2020.
This process has been a co-created with all employees, through surveys, and the direct involvement of
the company’s senior management.
Proximity to the Client
(GRI 203-2, 103-1, 103-2, 103-3) (GRI 413-1, 103-1, 103-2, 103-3) (GRI 416-1, 103-1, 103-2, 103-3)
(G4-FS13, 103-1, 103-2, 103-3) (G4-FS14, 103-1, 103-2, 103-3)
Prima Móvil
Throughout 2019, our four vans visited our affiliates' companies located mainly in remote and difficult
to access areas in 11 ci�es: Arequipa, Chiclayo, Chimbote, Chincha, Cusco, Ica, Lima, Piura, Tacna, Talara,
and Trujillo. We had over 46 thousand cases, including services like personal data update, Statements
issuance, and queries about the AFPs and the Private Pension System. It is essen�al to men�on that
Prima Móvil also solves ques�ons from other AFP affiliates and those affiliated to the ONP (Na�onal
Pensions System).
17Services carried out by Prima Móvil, according to the city
City Personal data update Statement issuance
Arequipa 1,120 1,972
Chiclayo 2,554
Chimbote 1 348
Chincha 1,786 1,066
Cusco 11 34
Ica 5,226 1,708
Lima 13,713 7,510
Piura 3,208 1,657
Tacna/Ilo 4 10
Talara 116 79
Trujillo 3,207 1,003
Total 30,946 15,387
Mobile App
During 2019, the increased app downloads and usage was due to our digital campaigns. Our app was
downloaded 51,907 �mes in that year; and more than 367 thousand log-ins were registered in the same
period. Thus, it has become the main channel for our clients to check their Account.
Self-Service Modules
Throughout this year, our clients made more than 81 thousand queries in the self-service modules in our
offices. It is important to men�on that these machines have a biometric iden�fica�on system to guaran-
tee our affiliates' security and a Digital Brochure op�on for clients to receive the informa�on via e-mail.
Contact Center
Throughout 2019, the contact center received more than 266 thousand calls from affiliates and
employers. The main queries were about re�rement and the withdrawal of up to 95.5% of their funds,
upda�ng data, checking the status of their procedures, and reques�ng a web password.
18Network of Offices
(GRI 102-3, 102-4)
In the same year, more than 307 thousand services were provided in our 15 offices na�onwide (13 in
provinces and 2 in Lima). Our team offers services according to the expecta�ons of our affiliates and the
general public.
Companies and people served in the Network of offices, according to city
City Companies served People served
Arequipa 125 2,829
Chiclayo 70 2,570
Chimbote 14 698
Chincha 44 1,786
Cusco 82 929
Ica 136 5,226
Lima 327 13,939
Piura 77 3,488
Tacna 32 562
Talara 12 137
Trujillo 74 3,360
Total 993 35,524
Claims
We are aware of our clients’ requirements and needs in every channel. The table below highlights
the main ground for complaints registered in 2019.
Reason Number of claims Frequency
Other problems related to the affilia�on process 411 19.0%
Problems related to collec�on management 261 12.1%
Unsuitable client service – Problems
- related to
service quality 118 5.5%
Problems related to fund withdrawal 105 4.9%
Unsuitable or inadequate informa�on about
90 4.2%
opera�ons, products, and services
Disagreement with the pension amount and/or
74 3.4%
condi�ons in the early re�rement procedure
19Pension Educa�on
(GRI 203-2, 103-1, 103-2, 103-3) (GRI 413-1, 103-1, 103-2, 103-3)
In 2019, we con�nued our educa�onal plan through our web series, educa�onal �ps, and benefits
program.
“El Depa” Web Series
Our web series tells the story of a group of roommates; it talks about pension educa�on with a fun
approach. It had four chapters online during 2019, with more than 11 million views that year. The
content of the chapters answered the most frequently asked ques�ons by the affiliates and the general
public.
Spokesmanship
During the year, we raised awareness among society on the importance of saving and its posi�ve
impact on the future. Therefore, our spokespersons talked about the importance of saving in the most
influen�al media outlets on the country (newspaper ar�cles, interviews, news reports, etc.) and during
debates or mee�ngs with journalists and thought leaders.
Educa�onal Tips
During the second half of the year, we launched an adver�sing campaign about survival insurance to
inform clients and non-clients about the AFP’s essen�al benefit.
PrimeClub
It is a website where we offer discounts on different products for our affiliates. It also includes educa�onal
banners on SPP-related topics so that our affiliates can see relevant informa�on. In 2019, the website regis-
tered more than 780 thousand single visits, from 77 thousand registered clients and more than 13 thou-
sand transac�ons made.
Digital Media: Facebook and YouTube
In 2019, we strengthened our ac�vity in social media and consolidated our leadership with more than 800
thousand Facebook followers, maintaining constant interac�on through educa�onal content about the
SPP and useful topics about finance, environment, and labor. On the other hand, our YouTube channel
doubled its number of subscribers compared to the end of 2018; and our videos exceeded 15 million views.
Our LinkedIn profile also doubled the number of followers, and we started ac�vi�es on Instagram.
20
0203 We Invest Responsibly
3. We Invest Responsibly
(GRI 203-2, 103-1, 103-2, 103-3)
Prima AFP has a diversified investment por�olio, in fixed- and variable-income instruments, in developed
and emerging markets. Through proper management, we were able to increase its value by 13.27%,
reaching S/ 54,211 million by the end of the year. In this fiscal year, the return over the last 12 months
(December 2019/ December 2018) was 4.36%, 15.27 %, 13.08 %, and 5.75 % for Funds 0, 1, 2, and 3,
respec�vely. If compared to 2007 (13-year period), the nominal annual return is 6.92 %, 7.56 %, and 6.19
% in Funds 1, 2, and 3, respec�vely.
Nominal annual return of the managed por�olio (2019)
Fund Term Prima AFP System
0 1 year 4.36 % 4.26 %
1 year 15.27 % 13.83 %
1
13 years 6.92 % 6.57 %
1 year 13.08 % 12.92 %
2
13 years 7.56 % 7.45 %
1 year 5.75 % 7.82 %
3
13 years 6.19 % 6.66 %
Source: Superintendence of Bank, Insurance and AFP
In terms of the SPP, and in the long-term, it is possible to note that, since its crea�on up to date (Decem-
ber 2019 / December 1993), the nominal annual return of Fund 2 managed by AFPs has been 11.36% in
nominal terms and 7.02% in real terms.
As a result of this year’s returns and inter-fund transfers, we saw varia�ons in the rela�ve weight of each
Fund within our total managed por�olio. Thus, the share of Funds 0, 1, and 2 increased to 1.38%,
11.84%, and 75%, respec�vely, while the share of Fund 3 decreased to 11.78%.
Investment Por�olio
(G4-FS6, 103-1, 103-2, 103-3)
Investment management is focused on profitability and sustainability; we have a posi�ve impact on our
affiliates, re�rees, and their families. At the same �me, we also have a posi�ve impact on the market,
injec�ng more liquidity, and dynamism into the system. All of this is possible through our four investment
funds:
22Capital Protected Capital Preserva�on Mixed Fund Capital Apprecia�on
Fund Fund or Growth Fund
20%
55%
100% 90%
45% 80 %
10%
Fixed Income Variable Income
*Fixed income: low-risk instruments that guarantee returns in a determined period.
**Variable income: high-risk instruments that do not guarantee returns; however, in the long run, they are very profitable.
Our por�olio’s impact also extends na�onwide. Prima AFP affiliates contribute to the stability and
growth of the local economy by inves�ng in companies and projects that generate formal employment
and public works for the country’s development. By the end of 2019, total funds under management
amounted to S/51,284 billion. Of this total, 13% is invested in the financial sector, 7% in energy, 2% in
infrastructure, and 3% in mining.
Likewise, our responsible investment policy oversees the selec�on of projects and companies in which
we invest, based on environmental, social, and best corporate governance factors. In this way, we
became an ac�ve agent that promotes sustainability.
Investment por�olio composi�on, according to loca�on and financing fund
As of July 2019 Fund 1 Fund 2 Fund 3
La�n America 82.72% 55.07% 42.02%
Peru 64.01% 44.59% 31.53%
Rest of La�n America 18.71% 10.48% 10.49%
North America 3.68% 16.92% 21.52%
USA 3.09% 15.72% 20.90%
Rest of North America 0.59% 1.20% 0.61%
European Union 8.10% 11.39% 14.33%
DM 1.20% 5.78% 8.46%
EM 6.90% 5.61% 5.88%
Asia 5.34% 16.47% 22.07%
Japan 1.24% 5.43% 12.54%
Asian DM except Japan 3.06% 6.90% 8.46%
Asian EM except Japan 1.04% 4.15% 1.07%
Cash 0.16% 0.14% 0.07%
TOTAL 100.00% 100.00% 100.00%
*Data as of July 2019
23Investment por�olio according to fund and sector, 2019 (in millions of Peruvian soles)
Sector Fund 1 Fund 2 Fund 3 Total
Fund Administrators 1,335.0 16,567.0 3,598.6 21,500.6
Government 1,461.7 11,486.7 49.8 12,998.3
Banks and Financial Ins�tu�ons 1,368.5 4,482.7 928.4 6,779.6
Electricity 799.9 2,587.0 355.2 3,742.1
Others 330.4 1,654.2 274.5 2,259.1
Mining 232.9 850.6 316.5 1,400.0
Consump�on 261.9 858.5 266.6 1,386.9
Construc�on 125.4 692.9 399.2 1,217.5
Total 5,915.7 39,179.5 6,188.9 51,284.1
Managed por�olio as of December 2018 and 2019 (in millions of Peruvian S/)
Fund 0 Fund 1 Fund 2 Fund 3
24Making Progress in Responsible Investments
(G4-FS10, 103-1, 103-2, 103-3)
In 2019, we updated our Responsible Investment Policy and con�nued implemen�ng the Responsible Invest-
ment Plan, which includes ac�ons to promote best environmental, social, and corporate governance prac�-
ces in those Peruvian companies in which we invest.
Among our ac�ons, we can men�on the prepara�on of a Vo�ng Policy at the Shareholders’ Mee�ng. This
document aims to guide our ac�ons in the Shareholders’ Mee�ng agenda in ma�ers such as rou�ne deci-
sions, elec�on, and members of the board of directors and commi�ees, as well as their remunera�on,
elec�on of external auditors, capital increase, mergers, and acquisi�ons. Such Policy was approved in our
Investment Commi�ee. Also, the new edi�on of the Responsible Investment Policy established processes for
monitoring and approving controversies.
Criteria
We included ESG factors when analyzing our direct investments (stock and corporate bonds). Such a
review is conducted at least once a year for each issuer, and its results are submi�ed to the Credit Com-
mi�ee. For local stock issuers, we assess compliance with our vo�ng policy at mee�ngs and prepare an
engagement plan. These ac�ons are aligned with what we consider to be our main role: promo�ng best
prac�ces in ESG ma�ers as one of the most important ins�tu�onal investors. For third-par�es’ funds,
we conduct an ESG analysis as part of the due diligence process. Their results are also submi�ed to the
Investment Commi�ee.
Our commitment to responsible investment is made tangible through the following ac�ons:
We par�cipated in PRI In Person 2019, the leading global conference on Responsible Investment,
along with more than 1800 representa�ves from 838 organiza�ons in 50 different countries. We
are signatories of PRI since January 2019, being the first AFP and the second signatory in Peru,
because we are aware of the challenges and commitment posed by Responsible Investment. As
members of PRI, we par�cipate ac�vely and we belong to the La�n America Advisory Commi�ee,
which plays a consulta�on role in relevant issues for development within the region.
We con�nued working with the PRI “Minimum Investment Indicators” group, and we shared with
the regulator the result to update the Corporate Sustainability Report. Likewise, we par�cipated in
the “Responsible Investment Policy” group, supported by the Interna�onal Financial Corpora�on.
For the third consecu�ve year, we hosted the responsible investment conference “Sustainabili-
ty, �me is now” (“Sostenibilidad, el momento es ahora”) aimed to promote responsible invest-
ment prac�ces within the country and encourage the crea�on of a responsible and sustainable
25financial ecosystem. The event was a�ended by renowned interna�onal speakers, experts in
climate change and sustainability issues, CEOs and CFOs of companies in which we invest, and
clients.
We assessed all our stocks and bonds, locally and in La�n American, under ESG criteria. The
result of such analysis is submi�ed to the Credit Commi�ee. In addi�on, alterna�ve assets
entering the por�olio are evaluated under the same guidelines.
We also carried out internal ac�ons in this ma�er, such as upda�ng the exclusion list for prohibited
ac�vi�es, hiring an analyst specialized in responsible investment, hiring the services of MSCI – ESG
Ra�ng to have informa�on in our analysis process, and hiring specialized training in ESG for the Invest-
ment team.
Leadership in this Ma�er
We con�nue working with the “Minimum Investment Indicators” group and par�cipa�ng in the
“Responsible Investment Policy” group.
We hosted the conference “Sustainability, �me is now” aimed to the CEOs and CFOs of the compa-
nies in which we invest, and affiliates.
For the second consecu�ve year, we organized the (PRI LATAM) Responsible Investment Principles
Workshop for Prima AFP employees.
We became external ESG leaders through interviews, ar�cles, and publica�ons in different media.
2604 Our Orange Blood
4. Our Orange Blood
(GRI 102-7, 102-8) (GRI 401, 103-1, 103-2, 103-3)
Throughout 2019, our Management and Human Development department has con�nued assis�ng Senior
Management and the en�re organiza�on in the transforma�on process, aiming to guide and follow the
progress of all the people who work at Prima AFP.
As part of our sustainable transforma�on, we think about people first and in new ways of working in a
context of change and culture. We did this by making a diagnosis of the organiza�on's situa�on, defining
intangibles, and the culture. A�erward, we established and implemented strategies related to communi-
ca�on and appropria�on of the culture. The new culture of Prima AFP was created together with our
employees, valuing their opinion and incorpora�ng it into management topics priori�zed in previous
years.
Figures
Employees according to employment contract and gender
Type of employment contract Male Female Total
Permanent 262 189 451
Temporary 122 43 165
Total 384 232 616
Employees according to employment contract and region
Region Permanent Temporary Total
Arequipa 4 7 11
Cajamarca 0 2 2
Cuzco 6 2 8
Ica 4 7 11
Junín 2 2 4
La Libertad 11 9 20
Lambayeque 3 9 12
Lima 409 109 518
Loreto 0 3 3
Moquegua 0 2 2
Piura 8 10 18
San Mar�n 2 1 3
Tacna 1 1 2
Ucayali 1 1 2
Total 451 165 616
28Employees by type of working day and gender
Type Male Female Total
Full-�me 384 221 605
Part-�me 0 11 11
Total 384 232 616
Employees by age group and gender
Age group Male Female Total
Under 30 53 66 119
Between 30 and 50 130 237 367
Over the age of 50 49 81 130
Total 232 384 616
Selec�on and Recruitment
(GRI 401-1)
Hiring Turnover
Prima AFP Employees
Number Rate Number Rate
Men 50 0.08 66 0.11
Gender
Women 97 0.16 119 0.19
Arequipa 5 0.01 3 0.00
Cajamarca 0 0.00 1 0.00
Cuzco 1 0.00 4 0.01
Ica 6 0.01 10 0.02
Junin 1 0.00 2 0.00
Region La libertad 7 0.01 5 0.01
Lambayeque 3 0.00 4 0.01
Lima 118 0.19 149 0.24
Moquegua 1 0.00 2 0.00
Piura 4 0.01 4 0.01
San Mar�n 1 0.00 1 0.00
Under 30 72 0.12 79 0.13
Age
From 31 to 50 57 0.09 74 0.12
Group
51 and up 18 0.03 32 0.05
Total 147 0.24 185 0.30
29Absenteeism Rate 2019
Absenteeism Rate 2019 Percentage
% of total days scheduled 9.16 %
Percentage of Employees 59 %
Tasa de Workplace
absen�smo Climate
Based on our prac�ces, policies, structures, processes, and systems, we aim to provide our employees
with a posi�ve collec�ve percep�on of Prima AFP.
In September 2019, we conducted a workplace climate survey at our company. This survey in Lima had
58 closed ques�ons and one open ques�on; we asked 574 people for their confiden�al opinions. Five
hundred and forty-two of them answered the en�re survey.
In 2019, 78% of those surveyed said that the workplace climate at Prima AFP is favorable, five percenta-
ge points less than in 2018. Neutral and unfavorable percep�ons amounted to 14% and 8%, respec�vely;
3% and 2% be�er than the previous year.
This feedback provided us with important informa�on on different fields and factors to improve human
capital management.
Gender Equality
We are commi�ed to the Credicorp Gender Equality Program, aimed to provide equal opportuni�es for
men and women, as well as a work-life balance for the integral fulfillment of our employees.
These efforts include Transparency, Governance, Ac�ons against Harassment, Selec�on and Promo�on,
and Work Flexibility. Furthermore, we focus on indicators such as:
Percentage of women according to posi�on level, including the Board of Directors
Percentage of women in each posi�on who are part of the Credicorp Talent program versus men
Percentage of promo�ons and pay raises for women according to pay scale
Gender pay gap
Knowledge of real cases of harassment in the workplace
Percep�on of opinion leaders and authori�es on Prima AFP's commitment to gender equality
Internal percep�on of commitment and adop�on of gender equity prac�ces
30Diversity Indicator Percentage
Diversity Indicator Percentage Percentage
Female share of total workforce 62%
Females in all management positions 43%
Females in junior management positions 46%
Females in top management positions 29%
Females in management positions in revenue 0%
generating functions as a % of all such managers
Unioniza�on and Collec�ve Bargaining Agreements
(GRI 102-41)
We respect the right of freedom of associa�on and collec�ve bargaining, as set out in our Code of
Ethics. Our employees did not join a union nor submit collec�ve bargaining agreements.
Training and Professional Development
(GRI 404, 103-1, 103-2, 103-3)
Our Training Plan aims to develop the capaci�es, skills, and abili�es of our employees and enhance their
produc�vity, efficiency, and well-being. It is aligned with our Strategic Plan, training needs reported by the
various Managers and by employees themselves, gaps detected by the Selec�on and Performance Mana-
gement departments, and na�onal and interna�onal market offers in this ma�er.
External suppliers (lecturers, consultants) and internal suppliers (employees specialized on topics of
interest) may carry out these ac�vi�es. Furthermore, they are supported by the PrimAprende e-learning
pla�orm, which offers norma�ve, refresher, and cultural transforma�on courses. It includes a library that
contains a variety of documents - such as documents from training sessions held in person. We evaluate
the sa�sfac�on of our employees with each of these ac�vi�es through surveys, and based on the scores
they obtain at the end of the ac�vity.
PrimAprende
This technological pla�orm allows us to manage the performance and training process for all our
employees:
Performance Management: This resource is used to carry out four stages of our process: a) Defini-
�on of Goals and Indicators, b) Mee�ng on expecta�ons, c) Follow-up Mee�ng, and d) Evalua�on
Mee�ng. At these last two stages, we can evaluate indicators, roles, and responsibili�es, as well as
provide feedback (strengths, areas for improvement and establish an ac�on plan).
31Training Management: This resource is also used as our learning pla�orm. Employees take virtual
courses and access the repository where they can find the material of in-class training, books, and
other documents that contribute to their professional and personal development.
Personal Development and Skills Development
To strengthen our employees’ development, we provided virtual spelling courses, achieving a 77%
par�cipa�on in Lima and Provinces. Moreover, we organized conferences and workshops on so� skills
to manage change and uncertainty, nego�a�on, and accountability skills.
(GRI 404-1)
In 2019, each employee had an average of 40.1 hours of professional training, 28% more than in 2018.
We provided new training in transforma�on, in-class and virtual classes. Our female employees
reached an average of 41.2 hours, while our male employees recorded an average of 39.1 hours; 32%
and 23% higher than those in the previous year.
Female Male
Posi�on Hours Average number Hours
Par�cipants Par�cipants Average number
a�ended of hours a�ended ofofhours
hours
Managers 1090.25 14 77.9 1428.4 22 64.9
Leaders 1402.45 29 48.4 1304.39 29 45.0
Employees 9744.67 441 22.1 7363.76 233 31.6
Trainees 312.1 19 16.4 342.4 23 14.9
(GRI 404-2)
As part of our transforma�on, we organized workshops for 281 people, including leaders and emplo-
yees from our Lima offices. The workshops covered topics such as the fundamentals of agility, Scrum,
agile leadership, agility for all, and digital transforma�on, among others, as well as workshops to raise
awareness on gender issues. On the other hand, we had alliances with educa�onal ins�tu�ons to offer
corporate discounts to our employees in specializa�on courses, master's degrees, educa�onal training
programs, and extension courses, ins�tutes, and language centers. These services complement our
in-house ac�vi�es.
32Benefits
(GRI 401-2)
Credicorp Job Opportuni�es
In Grupo Credicorp, we believe in our employees and support their growth. Hence, we regularly
announce job opportuni�es from the other Group’s companies so that our employees apply for a
posi�on of interest. More than 150 job offers were shared during 2019.
Employer Branding
We are ac�vely involved with our Employer Branding, we aim to be recognized as a great place to work
and to promote the Private Pension System. Thus, we par�cipate in virtual and in-person job fairs, and
in Employer Branding/Employability talks at different educa�onal ins�tu�ons.
Spending More Time with Mommy
This benefit consists of offering female employees with newborns, addi�onal leave hours for a
specific period during the first month, a�er the maternity leave and/or vaca�on, extending the
breas�eeding-hour law benefit.
Maternity room
It has a private breast-feeding room for nursing mothers, their well-being is Prima´s interest, so
they can use this space when they need it, it is fully equipped so that they have all the comforts.
Prima AFP First-aid Sta�on
Employees who have a private health insurance and work at our Headquarters office have medical
care and medicines 100% covered at our facili�es thanks to a first-aid sta�on that complies with the
required standards. This medical service is provided by physicians from Pacifico EPS.
Psychological Counseling Program
In March, we launched the “I am listening to you” (“Te Escucho”) psychological counseling program,
with a team of psychologists available over the phone to guide beneficiaries in solving their
problems, we are commi�ed to the well-being of our employees and their families. This is a 100%
safe and confiden�al toll-free line. More than 1405 calls were answered during the ten months of
the service.
Workplace & Workchat
In April, thinking about the way we work and communicate, we adopted a more digital, collabora�-
ve, and open communica�on format by launching Workplace & Work chat (work tools created by
Facebook). Both promote communica�on, openness, and opinion to be able to interact with all
organiza�on employees in a more agile and mainstream way, facilita�ng cultural change in a safer
cyber environment. During its first month, 98% of accounts were ac�vated.
33Time Benefit
To achieve work-life balance, we made adjustments and implemented the 8-hour daily shi� (refe-
rence: from 9:00 am to 5:00 pm) to ensure maximum commitment and effec�veness, maintaining
the 48 hours per week as a general framework. We also con�nue offering flexible hours, summer
office hours, winter Fridays offs, birthday free a�ernoon, golden �me (4 consecu�ve hours), and
the Christmas holiday campaign.
Remote work - E-day pilot
Our employees can work from home or wherever they consider convenient two days a month. This
benefit seeks to generate higher produc�vity while crea�ng a family and personal space for our
employees, saving transporta�on expenses and �me while commu�ng to work.
Bicycles at Headquarters
Prim@s may borrow one out of the four bicycles that Prima AFP offers at the Headquarters, that
way we promote sustainable transporta�on within working hours to a�end mee�ngs, work events,
lunches, administra�ve procedures, and medical appointments, etc.
Sport Championship
At Prima AFP, we promote sports, and an ac�ve and healthy lifestyle; thus, in June, we hosted a
championship in Lima, including the following disciplines: men's football, women's football, and
mixed volleyball.
Credicorp Benefits
Grupo Credicorp has a por�olio of mul�ple benefits (educa�on, entertainment, health, beauty,
among others) available na�onwide, which are renewed every three months.
Prima in your Family
Each October, we organize an ac�vity aimed to strengthen our bonds with our employees' fami-
lies. Close rela�ves can par�cipate in the case of married people, and two rela�ves or friends, in
the case of single people.
The Orange Teacher
As the transforma�on teacher, he shares the new terms of agility and our Prima AFP transforma-
�on with our employees through the Workplace; he also carries posters and others.
Prima-Style Clothing
We have a dress code according to the agenda and it allows the op�on of wearing jeans and
sneakers for regular workdays while reserving formal dress for other appropriate occasions, to
provide our employees with the best possible experience and the condi�ons to boost their produc-
�vity. Also, during 2019, we redesigned our front-desk employees' uniforms, which is fresher,
more comfortable, and modern for them. The purpose is to offer the comfort that allows them to
maximize their produc�vity and customer service.
34You can also read
